2018 Operational Plan-newstyle

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Strategic Initiative 5 library promotions & communication 2018 Actions Library Promotions supports and underpins Library activity by communicating key messages about services and resources to client groups. It intersects with all areas of the library and requires strategic and targeted content creation, active connections with internal and external client groups and high levels of staff engagement. Effective communication and promotional strategies guide the development and enhancement of our services and facilities, help us to understand and engage with our staff, students and community, and contribute to our long-term success. In this context, and in the context of a rapidly changing communication environment, we will develop strategies to equip staff to recognise and support the Library’s strategic messages and brand in all aspects of their work Lead Strategies 2016 - 2020 1. Embrace innovation and technology to support virtual learning environments 2. Develop and provide access to high quality, evidence-based collections that support the University’s teaching, learning & research activities 3. Build capability for high quality digitisation of cultural and heritage materials through supporting work integrated learning in the digital humanities ■ ■ ■ ■ ■ Further develop the Library Services Support function and identify opportunities to improve the Library’s operational process and practice in partnership with relevant University business units. Investigate sources of relevant measurement data and establish expertise in extracting, collating and analysing business data Develop the 2018 – 2020 Library Workforce Plan in collaboration with senior staff and University HR. Would this be better expressed as a focus on a workforce development plan considering the unknown re ODP – almost impossible to develop a multiple year Workforce plan? Finalise & implement the Library's Communications Framework, setting standards, guidelines and procedures for all internal staff communications. Actively contribute to and implement the University’s Organisational Design program outcomes 11/8/2017 Library Services 6
Strategic Initiative 6 library capital investment 2018 Actions Ongoing investment in the Library’s physical spaces and facilities is essential to ensure that our staff and students have access to world class study and learning environments. ■ Carry Over?? We will continue to work with Infrastructure and Facilities Services and other units to develop short and long term strategies to invest in our buildings and facilities, which support the University’s contemporary research and learning programs, including the use of enabling technologies. The development of master plans for the Callaghan, City and Ourimbah Libraries will inform the IFS Estate Strategy which is committed to deliver buildings and facilities which are innovative, sustainable and fit for purpose 1. Investigate potential for a physical learning space/lab for Library staff to experiment/discover and develop skills that contribute to innovation and creativity L&E 2. Identify trends and potential opportunities including collaboration with industry in academic library space management to enhance the client experience e.g.: maker spaces, outdoor reading rooms, etc... L&E/UX Lead Strategies 2016 - 2020 1. Re-conceptualise virtual and physical spaces to support learning and research in a sustainable way New 2018?? 11/8/2017 Library Services 7
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2018 Operational Plan-newstyle

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